Figure 4 Performance Measurement Feedback Loop

Lessons Learned Handbook:

DOE-HDBK-7502-95

Figure 4

Performance Measurement Feedback Loop

Sensor

Goal/Standard

Control Activity

(measure actual perform-

(desired performance

(what we intend

ance in terms of the unit

in terms of the unit

to regulate)

of measure)

Responsible Decision

Responsible Worker(s)

Maker

(compare actual perform-

ance with goal/standard;

(make changes needed to

if needs, reports to

bring performance into

responsible decision-maker)

line with goal/standard)

Measuring Outputs vs. Outcomes

Performance goals generally relate to either "outputs" or "outcomes." For example, a

calculation of the number of personnel that completed a training program would be

an output measure. Increased effectiveness or productivity resulting from the training

program would be an outcome measure. Outcome measures are considered to be

the most important for policy purposes, but output measures are frequently

considered a useful management tool. A common problem in program performance

measurement is an over-reliance on output measures. Outcome measures are often

difficult to develop because outcomes are difficult to measure. However, it is

important that both outputs and outcomes be considered when developing

performance measures for your lessons learned program.

Process Overview

Figure 5 shows a high-level block diagram of the performance measurement process

which is separated into eleven discrete steps. This diagram is intended to show the

process generically. It is suggested that sites adapt the diagram, as necessary, to fit

their own programs.

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